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Chapter 2—Leadership Traits and Ethics
TRUE/FALSE (Concepts)
1. Understanding people’s personalities is important because personality affects behavior as well as
perceptions and attitudes.
ANS: T
OBJ: 1
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
2. Personality is developed solely based on genetics.
ANS: F
OBJ: 1
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
3. The Big Five Model of Personality categorizes traits into the dimensions of insurgency,
adjustment, disagreeableness, conscientiousness, and openness to experience.
ANS: F
OBJ: 2
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
4. The adjustment personality dimension includes traits related to emotional stability.
ANS: T
OBJ: 2
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
5. Personality profiles are used to categorize people as a means of predicting job success.
ANS: T
OBJ: 2
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
6. High energy is best categorized as the conscientiousness dimension of the Big Five.
ANS: T
OBJ: 3
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
7. Intelligence refers to cognitive ability to think critically, to solve problems, and to make decisions.
ANS: T
OBJ: 3
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
8. Emotional intelligence is a personality dimension related to surgency.
ANS: F
OBJ: 3
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
9. The four components of emotional intelligence are self-awareness, self-efficacy, social awareness,
and self-management.
ANS: F
OBJ: 3
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
10. Self-awareness relates to being conscious of your emotions and how they affect your personal and
professional life.
ANS: T
OBJ: 3
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
11. Dominance is one of the two major traits of the surgency Big Five.
ANS: T
OBJ: 4
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
12. Achievement Motivation Theory attempts to explain and predict behavior and performance based
on one’s need for power, affiliation, and recognition.
ANS: F
OBJ: 5
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Motivation Concepts
13. David McClelland said that needs are based on personality and are developed as we interact with
the environment.
ANS: T
OBJ: 5
PTS: 1
DIF: Hard
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
14. People with strong n Ach tend to have an external locus of control, self-confidence, and high
energy traits.
ANS: F
OBJ: 5
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
15. People with strong n Pow tend to be self-confident with high energy.
ANS: T
OBJ: 5
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
16. People with a high n Aff also tend to have a high n Pow.
ANS: F
OBJ: 5
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
17. The Leader Motive Profile (LMP) includes a high need for achievement, a moderate need for
affiliation, and a moderate need for power, which is socialized.
ANS: F
OBJ: 5
PTS: 1
DIF: Hard
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
Chapter 2: Leadership Traits and Ethics
18. Without power, there is no leadership.
ANS: T
OBJ: 5
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
19. McClelland identified power as either good or bad.
ANS: F
OBJ: 5
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
20. Effective leaders use personalized power.
ANS: F
OBJ: 5
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
21. Effective leaders have a higher need for affiliation than power.
ANS: F
OBJ: 5
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
22. Attitudes help to explain and predict job performance.
ANS: T
OBJ: 6
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
23. People with Theory X attitudes hold that employees like to work and do not need to be closely
supervised in order to do their work.
ANS: F
OBJ: 6
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
24. Managers with Theory X attitudes tend to display more coercive, autocratic leadership styles using
internal motivation and rewards.
ANS: F
OBJ: 6
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
25. The Pygmalion effect proposes that leaders’ attitudes and expectations of followers, and their
treatment of them, explain and predict followers’ behavior and performance.
ANS: T
OBJ: 6
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
26. Self-efficacy is the belief in your own capability to perform in a specific situation.
ANS: T
OBJ: 6
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
27. You can be an effective leader, or follower, even if you don’t have a positive self-concept.
ANS: F
OBJ: 6
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
28. A good way to develop a positive self-concept is by observing and copying others’ attitudes.
ANS: F
OBJ: 6
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
29. An effective leader tends to have Theory X attitudes with a positive self-concept.
ANS: F
OBJ: 7
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
30. Ethics are the standards of right and wrong that influence behavior.
ANS: T
OBJ: 8
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
31. The Sarbanes-Oxley Act of 2002 ensures that those who act unethically will be prosecuted.
ANS: F
OBJ: 8
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Legal Responsibilities
32. Our ethical behavior is related to our individual needs and personality traits.
ANS: T
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Individual Dynamics
33. People with an external locus of control, rather than an internal locus of control, are more likely to
use unethical behavior.
ANS: T
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Individual Dynamics
34. Moral development refers to understanding right from wrong and choosing to do the right thing.
ANS: T
OBJ: 8
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
35. At the preconventional level of moral development, living up to expectations of acceptable
behavior defined by others motivates behavior to fulfill duties and obligations.
ANS: F
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
Chapter 2: Leadership Traits and Ethics
36. The common leadership style at the preconventional level of moral development is autocratic
toward others.
ANS: T
OBJ: 8
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Leadership Principles
37. At the conventional level of moral development, self-interest motivates behavior.
ANS: F
OBJ: 8
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
38. The common leadership style at the conventional level of moral development tends to be
visionary.
ANS: F
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Leadership Principles
39. At the postconventional level of moral development, it is common for lower-level managers to use
a leadership style similar to those of higher-level managers.
ANS: F
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Leadership Principles
40. When people use unethical behavior, it is often due to some type of character flaw.
ANS: F
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
41. “I was only following orders; my boss told me to inflate the figures” is an example of
displacement of responsibility.
ANS: T
OBJ: 8
PTS: 1
DIF: Hard
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
42. Distortion of consequences is the process of using “cosmetic” words to make the behavior sound
acceptable.
ANS: F
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
43. Under the stakeholder approach to ethics, one creates a win-win situation for relevant parties
affected by the decision.
ANS: T
OBJ: 9
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
44. To determine if your decision is ethical, you can ask yourself, “Are all stakeholders happy?”
ANS: F
OBJ: 9
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
45. Ethical leadership requires the ability to do the right thing at the risk of rejection and loss.
ANS: T
OBJ: 9
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
MULTIPLE CHOICE (Concepts)
1. Which of the following statements regarding personality is NOT true?
a. Personality is developed based on genetics and environmental factors.
b. Personality is distinguishing personal characteristics.
c. Personality affects behavior as well as perceptions and attitudes.
d. Personality predicts behavior and job performance.
ANS: B
OBJ: 1
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
2. Which of the following is NOT a Big Five personality dimension?
a. surgency
b. agreeableness
c. adjustment
d. attractiveness
ANS: D
OBJ: 2
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
3. The __________ personality dimension includes traits related to emotional stability.
a. agreeableness
b. conscientiousness
c. surgency
d. adjustment
ANS: D
OBJ: 2
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
4. Which of the following is NOT a trait of high conscientiousness?
a. organization
b. extraversion
c. conformity
d. credibility
ANS: B
OBJ: 2
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
Chapter 2: Leadership Traits and Ethics
5. The manager of an engineering consulting firm is extraverted and gets along well with others. In
addition, she has managed multiple projects at a time, often under stressful circumstances, but she
has still maintained her equanimity, and seen projects through to completion “with a firm hand.”
This manager is displaying:
a. surgency, agreeableness, and adjustment.
b. conscientiousness and surgency.
c. openness to experience and surgency.
d. none of the answers are correct
ANS: A
OBJ: 2
PTS: 1
DIF: Hard
REF: Conceptual
NAT: AACSB Analytic | Leadership Principles
6. Of the Big Five personality dimensions, the highest correlation with leadership is:
a. conscientiousness.
b. openness to experience.
c. surgency.
d. adjustment.
ANS: C
OBJ: 2
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
7. Research has found that managers who had derailed tend to have:
a. worked too hard, then burned out.
b. displayed a lack of trust in their subordinates.
c. relied on only one contemporary leadership theory.
d. been overly ambitious.
ANS: D
OBJ: 2
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
8. Which of the following is NOT a major reason for executive derailment?
a. They used a bullying style viewed as intimidating, insensitive, and abrasive.
b. They were viewed as being cold, aloof, and arrogant.
c. They betrayed personal trust.
d. They undermanaged.
ANS: D
OBJ: 2
PTS: 1
DIF: Hard
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
9. Which of the following is NOT a trait of an effective leader?
a. dominance
b. high energy
c. intelligence
d. talent
ANS: D
OBJ: 3
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
10. Self-confidence is best categorized as the __________ Big Five dimension.
a. adjustment
b. agreeableness
c. surgency
d. conscientiousness
ANS: D
OBJ: 3
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
11. Intelligence refers to:
a. critical thinking.
b. decision making.
c. problem solving.
d. all of the answers are correct
ANS: D
OBJ: 3
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
12. Which of the following statements regarding emotional intelligence (EI) is TRUE?
a. EI is the ability to work well with people.
b. An offshoot of EI is IQ (intelligence quotient).
c. IQ outweighs EI when it comes to personal achievement.
d. There are five components of EI.
ANS: A
OBJ: 3
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
13. Emotional intelligence includes all of the following EXCEPT:
a. self-awareness.
b. social awareness.
c. self-management.
d. self-concept.
ANS: D
OBJ: 3
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
14. __________ is dependent on the other three EI approaches.
a. Social awareness
b. Self-awareness
c. Relationship awareness
d. Self-management
ANS: C
OBJ: 3
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
15. Emotional intelligence is related to which of the following Big Five personality dimensions?
a. surgency
b. openness to experience
c. adjustment
d. conscientiousness
ANS: C
OBJ: 3
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
Chapter 2: Leadership Traits and Ethics
16. Dominance is so important for managers to have because:
a. you’ve got to want to be a leader.
b. the dominance traits affects all the other traits related to effective leaders.
c. successful leaders want to take charge.
d. all of the answers are correct
ANS: D
OBJ: 4
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
17. Which of the following is NOT a belief of David McClelland?
a. Needs are based on personality.
b. All people possess the need for achievement, power, and affiliation, but to varying
degrees.
c. Our needs are motivated by our behavior.
d. Needs are developed as we interact with the environment.
ANS: C
OBJ: 5
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
18. People with strong n Ach tend to have all of the following EXCEPT:
a. self-confidence.
b. external locus of control.
c. high energy traits.
d. a high concern for excellence in accomplishments through individual efforts.
ANS: B
OBJ: 5
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
19. High n Pow is categorized as the Big Five dimension of __________.
a. surgency
b. agreeableness
c. conscientiousness
d. openness to experience
ANS: A
OBJ: 5
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
20. Which of the following professions would be a likely choice for a person with high n Aff?
a. accountant
b. teacher
c. police officer
d. computer programmer
ANS: B
OBJ: 5
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Analytic | Individual Dynamics
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
21. The Leader Motive Profile (LMP) includes a:
a. high need for achievement.
b. moderate need for power.
c. low need for achievement.
d. high need for power.
ANS: D
OBJ: 5
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
22. The Leader Motive Profile (LMP) defines which motive as the highest need for leaders?
a. achievement
b. power
c. affiliation
d. enjoyment
ANS: B
OBJ: 5
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
23. __________ are positive or negative feelings about people, things, and issues.
a. Attitudes
b. Norms
c. Beliefs
d. Traits
ANS: A
OBJ: 6
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
24. “If you want something done right, do it yourself” is an example of __________ attitudes.
a. Theory X
b. Theory Y
c. Theory Z
d. XYZ Profile
ANS: A
OBJ: 6
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Analytic | Leadership Principles
25. “If the manager is not around, employees will work just as hard” is an example of __________
attitudes.
a. Theory Y
b. Theory X
c. Theory Z
d. XYZ Profile
ANS: A
OBJ: 6
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Analytic | Leadership Principles
Chapter 2: Leadership Traits and Ethics
26. Managers with Theory X attitudes tend to:
a. display more participative leadership styles.
b. use internal motivation and rewards.
c. use external means of controls.
d. have a positive, optimistic view of employees.
ANS: C
OBJ: 6
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
27. A manager from a prestigious university believed that employees who were from “lesser schools”
lacked sufficient intelligence and motivation for the high-tech firm that she led. She set goals for
these employees low, and did not trust them with certain important tasks or company information.
The employees, in fact, tended to show dissatisfaction and low performance. At length, many of
them quit. This would be an example of:
a. Theory Y.
b. the Pygmalion effect.
c. negative self-concept.
d. none of the answers are correct
ANS: B
OBJ: 6
PTS: 1
DIF: Hard
REF: Conceptual
NAT: AACSB Analytic | Leadership Principles
28. __________ refers to the positive or negative attitudes people have about themselves.
a. Self-concept
b. Self-confidence
c. Self-efficacy
d. Self-focus
ANS: A
OBJ: 6
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
29. __________ is the belief in one’s capability to perform in a specific situation.
a. Self-concept
b. Self-confidence
c. Self-efficacy
d. Self-focus
ANS: C
OBJ: 6
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
30. Which of the following is NOT one of the guidelines to developing a more positive attitude and
self-concept?
a. be a positive role model
b. accept compliments
c. set and achieve goals
d. think about yourself
ANS: D
OBJ: 6
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
31. If the leader typically is afraid to make decisions, is unassertive, and is self-blaming when things
go wrong, the leader is displaying a:
a. Theory Y positive self-concept.
b. Theory Y negative self-concept.
c. Theory X positive self-concept.
d. Theory X negative self-concept.
ANS: B
OBJ: 7
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Analytic | Leadership Principles
32. If the leader typically is bossy, pushy, and impatient; does much criticizing with little praising; and
is very autocratic, the leader is displaying a:
a. Theory Y positive self-concept.
b. Theory Y negative self-concept.
c. Theory X positive self-concept.
d. Theory X negative self-concept.
ANS: C
OBJ: 7
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Analytic | Leadership Principles
33. Ethics is defined as:
a. the standards of right and wrong that influence behavior.
b. creating a win-win situation for all stakeholders.
c. adhering to legal limits.
d. what top management thinks is right.
ANS: A
OBJ: 8
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
34. Which of the following acts helps protect whistleblowers?
a. Whistleblower Protection Act
b. Sarbanes-Oxley Act
c. Ethical Informant Act
d. Andersen-Arthur Act
ANS: B
OBJ: 8
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Legal Responsibilities
35. All of the following affect ethical behavior EXCEPT:
a. personality traits.
b. attitudes.
c. leader–follower relations.
d. the situation.
ANS: C
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Individual Dynamics
Chapter 2: Leadership Traits and Ethics
36. Unethical behavior is more likely to occur in people who:
a. are open to new experiences.
b. are emotionally unstable.
c. have external locus of control.
d. all of the answers are correct
ANS: C
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Individual Dynamics
37. __________ refers to understanding right from wrong and choosing to do the right thing.
a. Personality
b. Moral development
c. Ethics
d. Moral justification
ANS: B
OBJ: 8
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
38. The three levels of moral development are:
a. preconventional, conventional, and postconventional.
b. pre-ethical, ethical, and postethical.
c. bad choice, neutral, and good choice.
d. undeveloped, developed, and well developed.
ANS: A
OBJ: 8
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
39. At the preconventional level of moral development, which of the following motivate(s) behavior?
a. living up to expectations of acceptable behavior defined by others
b. universal principles of right and wrong
c. self-interest
d. personality
ANS: C
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
40. At the conventional level of moral development, which of the following motivate(s) behavior?
a. living up to expectations of acceptable behavior defined by others
b. universal principles of right and wrong
c. self-interest
d. personality
ANS: A
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
41. Lower-level managers at the conventional level of moral development tend to:
a. be autocratic toward others.
b. use a leadership style similar to those of higher-level managers.
c. be visionary.
d. be committed to serving others.
ANS: B
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Leadership Principles
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
42. Leaders at the postconventional level of moral development tend to:
a. use moral justification.
b. be autocratic toward others.
c. be visionary.
d. use their position for personal advantage.
ANS: C
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Leadership Principles
43. When we use unethical behavior, we often justify the behavior to protect our __________ so that
we don’t have a guilty conscience or feel remorse.
a. personality
b. ego
c. self-concept
d. job
ANS: C
OBJ: 8
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
44. The process of reinterpreting immoral behavior in terms of a higher purpose is known as:
a. behavior modification.
b. agreeableness.
c. postbehavior justification.
d. moral justification.
ANS: D
OBJ: 8
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
45. The process of blaming one’s unethical behavior on others is known as:
a. distortion of consequences.
b. displacement of responsibility.
c. attribution of blame.
d. diffusion of responsibility.
ANS: B
OBJ: 8
PTS: 1
DIF: Hard
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
46. “We all take office supplies home” is an example of:
a. euphemistic labeling.
b. attribution of blame.
c. displacement of responsibility.
d. diffusion of responsibility.
ANS: D
OBJ: 8
PTS: 1
DIF: Hard
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
Chapter 2: Leadership Traits and Ethics
47. The four-way test:
a. is a means of identifying potential whistleblowers within an organizational setting.
b. is a generic means of assessing whether a business transaction is ethical.
c. relies on Theory Y attitudes.
d. none of the answers are correct
ANS: B
OBJ: 9
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
48. Which of the following is NOT one of the questions of the four-way test?
a. Will it be beneficial to all concerned?
b. Is it ethical?
c. Is it the truth?
d. Is it fair to all concerned?
ANS: B
OBJ: 9
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
49. Creating a win-win situation for all relevant parties so that everyone benefits from the decision is
known as:
a. ethics.
b. the golden rule.
c. a compromise.
d. the stakeholder approach to ethics.
ANS: D
OBJ: 9
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
50. Using the stakeholder approach to ethics, you proudly set low prices but as a result you harm
__________.
a. employees
b. customers
c. society
d. competitors
ANS: D
OBJ: 9
PTS: 1
DIF: Hard
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
51. To determine if your decision is ethical from a stakeholder approach, which of the following
questions should be asked?
a. “Am I proud to tell relevant stakeholders my decision?”
b. “Am I proud to tell my manager about my decision?”
c. “Is it in my best interest?”
d. “What difference does it make anyway?”
ANS: A
OBJ: 9
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
52. The ability to do the right thing at the risk of rejection and loss is considered:
a. surgency.
b. achievement.
c. courage.
d. none of the answers are correct
ANS: C
OBJ: 9
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
53. Which of the following is NOT a way to find courage?
a. focus on a higher purpose
b. draw strengths from others
c. use your frustration and anger for good
d. set and achieve goals
ANS: D
OBJ: 9
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
LEARNING OUTCOMES (Concepts)
1. List the benefits of classifying personality traits.
ANS:
Classifying personality traits helps to explain and predict behavior and job performance.
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: TYPE: LO 1
2. Describe the Big Five personality dimensions.
ANS:
The surgency personality dimension includes leadership and extraversion traits. The agreeableness
personality dimension includes traits related to getting along with people. The adjustment
personality dimension includes traits related to emotional stability. The conscientiousness
personality dimension includes traits related to achievement. The openness-to-experience
personality dimension includes traits related to being willing to change and try new things.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
OBJ: TYPE: LO 2
3. Explain the universality of traits of effective leaders.
ANS:
Traits are universal in the sense that there are certain traits that most effective leaders have.
However, traits are not universal in the sense that there is no one list of traits that is clearly
accepted by all researchers, and not all effective leaders have all the traits.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: TYPE: LO 3
Chapter 2: Leadership Traits and Ethics
4. Discuss why the trait of dominance is so important for managers to have.
ANS:
Because the dominance trait is based on the desire to be a leader, this trait affects the other traits in
a positive or negative way based on that desire.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: TYPE: LO 4
5. State how the Achievement Motivation Theory and the Leader Motive Profile are related and
different.
ANS:
Achievement Motivation and Leader Motive Profile theories are related because both are based on
the need for achievement, power, and affiliation. They are different because the Achievement
Motivation Theory is a general motive profile for explaining and predicting behavior and
performance, while the LMP is the one profile that specifically explains and predicts leadership
success.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: TYPE: LO 5
6. Identify similarities and differences among Theory X and Theory Y, the Pygmalion effect, and
self-concept.
ANS:
The concept of Theory X and Theory Y is similar to the Pygmalion effect, because both theories
focus on the leader’s attitude about the followers. The Pygmalion effect extends Theory X and
Theory Y attitudes by including the leader’s expectations and how he or she treats the followers,
using this information to explain and predict followers’ behavior and performance. In contrast,
Theory X and Theory Y focus on the leader’s behavior and performance. Both approaches are
different from self-concept because they examine the leader’s attitudes about others, whereas selfconcept relates to the leader’s attitude about him- or herself. Self-concept is also different because
it focuses on how the leader’s attitude about him- or herself affects his or her behavior and
performance.
PTS: 1
DIF: Hard
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: TYPE: LO 6
7. Describe how attitudes are used to develop four leadership styles.
ANS:
The leader’s attitude about others includes Theory Y (positive) and Theory X (negative) attitudes.
The leader’s attitude about him- or herself includes a positive self-concept or a negative selfconcept. Combinations of these variables are used to identify four leadership styles: Theory Y
positive self-concept, Theory Y negative self-concept, Theory X positive self-concept, and Theory
X negative self-concept.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: TYPE: LO 7
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
8. Compare the three levels of moral development.
ANS:
At the lowest level of moral development, preconventional, behavior is motivated by self-interest,
seeking rewards, and avoiding punishment. At the second level, conventional, behavior is
motivated by meeting the group’s expectations to fit in by copying others’ behavior. At the highest
level, postconventional, behavior is motivated to do the right thing, at the risk of alienating the
group. The higher the level of moral development, the more ethical is the behavior.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: TYPE: LO 8
9. Explain the stakeholder approach to ethics.
ANS:
Under the stakeholder approach to ethics, the leader (or follower) creates a win-win situation for
relevant parties affected by the decision. If you are proud to tell relevant stakeholders your
decision, it is probably ethical. If you are not proud to tell others your decision, or you keep
justifying it, the decision may not be ethical.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: TYPE: LO 9
REVIEW QUESTIONS (Concepts)
1. What are the Big Five dimensions of traits?
ANS:
The Big Five dimensions of traits are (1) surgency, (2) agreeableness, (3) adjustment, (4)
conscientiousness, and (5) openness to experience.
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
OBJ: TYPE: RQ 1
2. What is the primary use of personality profiles?
ANS:
Personality profiles are used to identify stronger and weaker traits to aid in matching people to the
jobs that best fit their personality strengths.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
OBJ: TYPE: RQ 2
Chapter 2: Leadership Traits and Ethics
3. What are some of the traits that describe the high-energy trait?
ANS:
Some of the traits that describe the high-energy trait include drive, stamina, tolerance of stress,
enthusiasm, tolerance for frustration, and persistence.
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
OBJ: TYPE: RQ 3
4. Is locus of control important to leaders? Why?
ANS:
Yes. Locus of control is important to leaders because those with internal locus of control believe
that they control their fate and that their behavior directly affects their performance.
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: TYPE: RQ 4
5. What does intelligence have to do with leadership?
ANS:
Intelligence refers to cognitive ability to think critically, to solve problems, and to make decisions.
It is the best predictor of job performance, and the manager’s job calls for a high degree of
intelligence.
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: TYPE: RQ 5
6. Does sensitivity to others mean that the leader does what the followers want to do?
ANS:
No. Sensitivity to others does not mean that the leader does what the followers want to do. It
means that the leader has empathy and understands the followers’ point of view. However, if the
leader realizes that the followers are wrong, the leader does what is best for the organizational unit.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: TYPE: RQ 6
7. Does McClelland believe that power is good or bad? Why?
ANS:
McClelland does not believe that power itself is good or bad. It is how it is used that is important.
Personalized power is bad because it is used for personal gain at the expense of others. Socialized
power is good because it is used to help oneself and others.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
OBJ: TYPE: RQ 7
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
8. Should a leader have a dominant need for achievement to be successful? Why or why not?
ANS:
To be effective, leaders generally need to have a moderate need for achievement. People with a
high need for achievement tend to seek individual achievement, and when they are not interested
in being a leader, there is the chance for personalized power and derailment.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: TYPE: RQ 8
9. How do attitudes develop leadership styles?
ANS:
Our attitude toward self and others influence our leadership style into four categories: (1) Theory
Y attitudes with a positive self-concept, (2) Theory Y attitudes with a negative self-concept, (3)
Theory X attitudes with a positive self-concept, and (4) Theory X attitudes with a negative selfconcept.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: TYPE: RQ 9
10. Which personality traits are more closely related to ethical and unethical behavior?
ANS:
Leaders with surgency (dominance) personality traits have two choices: to use power for personal
benefit or to use socialized power. To gain power and to be conscientious with high achievement,
some people will use unethical behavior; also, irresponsible people often do not perform to
standard by cutting corners and other behavior which may be considered unethical. An
agreeableness personality sensitive to others can lead to following the crowd in either ethical or
unethical behavior; having a high self-concept tends to lead to doing what the person believes is
right and not following the crowd’s unethical behavior. Emotionally unstable people and those
with external locus of control are more likely to use unethical behavior. People open to new
experiences are often ethical. People with positive attitudes tend to be more ethical than those with
negative or work attitudes about ethics.
PTS: 1
DIF: Hard
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: TYPE: RQ 10
11. Do people change their level of moral development based on the situation?
ANS:
No. People generally stay at the same level of moral development but they use justification for
unethical behavior in a given situation.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: TYPE: RQ 11
Chapter 2: Leadership Traits and Ethics
12. Why do people justify their unethical behavior?
ANS:
People justify their unethical behavior to protect their self-concept, or to keep from having a guilty
conscience or feeling remorse.
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: TYPE: RQ 12
SHORT ANSWER (Concepts)
1. Describe the Big Five personality dimensions.
ANS:
The surgency personality dimension includes leadership and extraversion traits. The agreeableness
personality dimension includes traits related to getting along with people. The adjustment
personality dimension includes traits related to emotional stability. The conscientiousness
personality dimension includes traits related to achievement. The openness-to-experience
personality dimension includes traits related to being willing to change and try new things.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
OBJ: 2
2. What is the primary use of personality profiles?
ANS:
Personality profiles are used to identify stronger and weaker traits to aid in matching people to the
jobs that best fit their personality strengths.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
OBJ: 2
3. Explain the universality of traits of effective leaders.
ANS:
Traits are universal in the sense that there are certain traits that most effective leaders have.
However, traits are not universal in the sense that there is no one list of traits that is clearly
accepted by all researchers, and not all effective leaders have all the traits.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: 3
4. What are some of the traits that describe the high-energy trait?
ANS:
Some of the traits that describe the high-energy trait include drive, stamina, tolerance of stress,
enthusiasm, tolerance for frustration, and persistence.
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
OBJ: 3
335
336
Test Bank for Leadership: Theory, Application, Skill Development, 4e
5. Is locus of control important to leaders? Why?
ANS:
Yes. Locus of control is important to leaders because those with internal locus of control believe
that they control their fate and that their behavior directly affects their performance.
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: 3
6. What does intelligence have to do with leadership?
ANS:
Intelligence refers to cognitive ability to think critically, to solve problems, and to make decisions.
It is the best predictor of job performance, and the manager’s job calls for a high degree of
intelligence.
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: 3
7. Describe the components of emotional intelligence.
ANS:
There are four components of EQ:
1. Self-awareness relates to being conscious of your emotions and how they affect your
personal and professional life.
2. Social awareness relates to the ability to understand others.
3. Self-management relates to the ability to control disruptive emotions.
4. Relationship management relates to their ability to work well with others.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
OBJ: 3
8. Does sensitivity to others mean that the leader does what the followers want to do?
ANS:
No. Sensitivity to others does not mean that the leader does what the followers want to do. It
means that the leader has empathy and understands the followers’ point of view. However, if the
leader realizes that the followers are wrong, the leader does what is best for the organizational unit.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
OBJ: 3
Chapter 2: Leadership Traits and Ethics
9. Discuss why the trait of dominance is so important for managers to have.
ANS:
Because the dominance trait is based on the desire to be a leader, this trait affects the other traits in
a positive or negative way based on that desire.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: 4
10. State how the Achievement Motivation Theory and the Leader Motive Profile are related and
different.
ANS:
Achievement Motivation and Leader Motive Profile theories are related because both are based on
the need for achievement, power, and affiliation. They are different because the Achievement
Motivation Theory is a general motive profile for explaining and predicting behavior and
performance, while the LMP is the one profile that specifically explains and predicts leadership
success.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: 5
11. Does McClelland believe that power is good or bad? Why?
ANS:
McClelland does not believe that power itself is good or bad. It is how it is used that is important.
Personalized power is bad because it is used for personal gain at the expense of others. Socialized
power is good because it is used to help oneself and others.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Individual Dynamics
OBJ: 5
12. Should a leader have a dominant need for achievement to be successful? Why or why not?
ANS:
To be effective, leaders generally need to have a moderate need for achievement. People with a
high need for achievement tend to seek individual achievement, and when they are not interested
in being a leader, there is the chance for personalized power and derailment.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: 5
337
338
Test Bank for Leadership: Theory, Application, Skill Development, 4e
13. Identify similarities and differences among Theory X and Theory Y, the Pygmalion effect, and
self-concept.
ANS:
The concept of Theory X and Theory Y is similar to the Pygmalion effect, because both theories
focus on the leader’s attitude about the followers. The Pygmalion effect extends Theory X and
Theory Y attitudes by including the leader’s expectations and how he or she treats the followers,
using this information to explain and predict followers’ behavior and performance. In contrast,
Theory X and Theory Y focus on the leader’s behavior and performance. Both approaches are
different from self-concept because they examine the leader’s attitudes about others, whereas selfconcept relates to the leader’s attitude about him- or herself. Self-concept is also different because
it focuses on how the leader’s attitude about him- or herself affects his or her behavior and
performance.
PTS: 1
DIF: Hard
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: 6
14. Describe how attitudes are used to develop four leadership styles.
ANS:
The leader’s attitude about others includes Theory Y (positive) and Theory X (negative) attitudes.
The leader’s attitude about him- or herself includes a positive self-concept or a negative selfconcept. Combinations of these variables are used to identify four leadership styles: Theory Y
positive self-concept, Theory Y negative self-concept, Theory X positive self-concept, and Theory
X negative self-concept.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: 7
15. Which personality traits are more closely related to ethical and unethical behavior?
ANS:
Leaders with surgency (dominance) personality traits have two choices: to use power for personal
benefit or to use socialized power. To gain power and to be conscientious with high achievement,
some people will use unethical behavior; also, irresponsible people often do not perform to
standard by cutting corners and other behavior which may be considered unethical. An
agreeableness personality sensitive to others can lead to following the crowd in either ethical or
unethical behavior; having a high self-concept tends to lead to doing what the person believes is
right and not following the crowd’s unethical behavior. Emotionally unstable people and those
with external locus of control are more likely to use unethical behavior. People open to new
experiences are often ethical. People with positive attitudes tend to be more ethical than those with
negative or work attitudes about ethics.
PTS: 1
DIF: Hard
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: 8
Chapter 2: Leadership Traits and Ethics
16. Compare the three levels of moral development.
ANS:
At the lowest level of moral development, preconventional, behavior is motivated by self-interest,
seeking rewards, and avoiding punishment. At the second level, conventional, behavior is
motivated by meeting the group’s expectations to fit in by copying others’ behavior. At the highest
level, postconventional, behavior is motivated to do the right thing, at the risk of alienating the
group. The higher the level of moral development, the more ethical is the behavior.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: 8
17. Do people change their level of moral development based on the situation?
ANS:
No. People generally stay at the same level of moral development but they use justification for
unethical behavior in a given situation.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: 8
18. Why do people justify their unethical behavior?
ANS:
People justify their unethical behavior to protect their self-concept, or to keep from having a guilty
conscience or feeling remorse.
PTS: 1
DIF: Easy
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: 8
19. Explain the stakeholder approach to ethics.
ANS:
Under the stakeholder approach to ethics, the leader (or follower) creates a win-win situation for
relevant parties affected by the decision. If you are proud to tell relevant stakeholders your
decision, it is probably ethical. If you are not proud to tell others your decision, or you keep
justifying it, the decision may not be ethical.
PTS: 1
DIF: Medium
REF: Conceptual
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: 9
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
APPLYING THE CONCEPT (Applications)
1. A shipment is behind schedule and the manager is running around yelling at employees to get the
job done. This behavior is characteristic of which of the Big Five personality dimensions?
a. surgency
b. agreeableness
c. adjustment
d. conscientiousness
e. openness to experience
ANS:
C
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: AC 1
NAT: AACSB Analytic | Leadership Principles
2. An employee has come to the manager with a complaint. The manager is listening carefully
showing concern and support for the employee. This behavior is characteristic of which of the Big
Five personality dimensions?
a. surgency
b. agreeableness
c. adjustment
d. conscientiousness
e. openness to experience
ANS:
B
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: AC 1
NAT: AACSB Analytic | Leadership Principles
3. An employee came to the manager and suggested a different way for the department to process the
work. The manager has the employees using the new process to see if it works. This behavior is
characteristic of which of the Big Five personality dimensions?
a. surgency
b. agreeableness
c. adjustment
d. conscientiousness
e. openness to experience
ANS:
E
PTS: 1
DIF: Easy
REF: Applications OBJ: TYPE: AC 1
NAT: AACSB Analytic | Leadership Principles
Chapter 2: Leadership Traits and Ethics
4. An employee occasionally comes to work late and makes errors. The employee consistently has an
excuse as to why it’s not his fault for being late and for errors. This behavior is characteristic of
which personality trait?
a. dominance
d. internal locus of control
g. intelligence
b. high energy
e. stability
h. flexibility
c. self-confidence
f. integrity
i. sensitivity to others
ANS:
D
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: AC 2
NAT: AACSB Analytic | Individual Dynamics
5. An employee comes to department meetings and consistently gives suggestions, volunteers to
complete new tasks for the group, presents new ideas but is very open to others, and is willing to
challenge others’ ideas. This behavior is characteristic of which personality trait?
a. dominance
d. internal locus of control
g. intelligence
b. high energy
e. stability
h. flexibility
c. self-confidence
f. integrity
i. sensitivity to others
ANS:
C
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: AC 2
NAT: AACSB Analytic | Individual Dynamics
6. An employee regularly works in small groups with other employees. This employee is always
willing to play a key role for the group to influence the members to do things his or her way. This
behavior is characteristic of which personality trait?
a. dominance
d. internal locus of control
g. intelligence
b. high energy
e. stability
h. flexibility
c. self-confidence
f. integrity
i. sensitivity to others
ANS:
A
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: AC 2
NAT: AACSB Analytic | Individual Dynamics
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
7. A department works as a team and one employee consistently does less work than others yet
exaggerates his or her participation. The team members are sure not to let this employee have a
responsible role in projects. This behavior is characteristic of which personality trait?
a. dominance
d. internal locus of control
g. intelligence
b. high energy
e. stability
h. flexibility
c. self-confidence
f. integrity
i. sensitivity to others
ANS:
F
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: AC 2
NAT: AACSB Analytic | Individual Dynamics
8. An organization wants its employees to be able to handle their day-to-day challenges without
having to go to the managers for the answers. This behavior that they want employees to improve
in is characteristic of which personality trait?
a. dominance
d. internal locus of control
g. intelligence
b. high energy
e. stability
h. flexibility
c. self-confidence
f. integrity
i. sensitivity to others
ANS:
G
PTS: 1
DIF: Hard
REF: Applications OBJ: TYPE: AC 2
NAT: AACSB Analytic | Individual Dynamics
9. An employee consistently comes to work early and leaves late. No matter if the employee wants or
likes the task assigned by the manager, he or she gives 100 percent. This behavior is characteristic
of a high need for which of the following?
a. achievement
b. power
c. affiliation
ANS:
A
PTS: 1
DIF: Easy
REF: Applications OBJ: TYPE: AC 3
NAT: AACSB Analytic | Individual Dynamics
Chapter 2: Leadership Traits and Ethics
10. You are starting a task force to solve a problem. You have selected the team members and are
deciding on which person to place in the role of chair to run the group. You should give strong
consideration to selecting a chairperson with a high need for which of the following?
a. achievement
b. power
c. affiliation
ANS:
B
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: AC 3
NAT: AACSB Analytic | Leadership Principles
11. You have been orienting and training new employees in your department. You have decided that
you will delegate this task to one of your employees. You should give strong consideration to
selecting a person to do this job with a high need for which of the following?
a. achievement
b. power
c. affiliation
ANS:
C
PTS: 1
DIF: Hard
REF: Applications OBJ: TYPE: AC 3
NAT: AACSB Analytic | Leadership Principles
WORK APPLICATIONS (Applications)
1. Select a present or past manager, and describe his or her personality profile using each of the Big
Five dimensions. After rating each dimension as strong, moderate, or weak, give an example of
traits and typical behavior of the manager for each dimension. Which dimensions are strongest and
weakest?
ANS:
Students’ answers will vary.
PTS: 1
DIF: Hard
REF: Applications OBJ: TYPE: WA 1
NAT: AACSB Reflective Thinking | Individual Dynamics
2. Select a present or past manager, and state whether he or she has any of the six traits of derailment.
Give specific examples of weaknesses.
ANS:
Students’ answers will vary.
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: WA 2
NAT: AACSB Reflective Thinking | Leadership Principles
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
3. Select a present or past manager. For that person, decide which of the following traits is or was
strongest and weakest: dominance, high energy, self-confidence, internal locus of control, and
stability. Explain your answers.
ANS:
Students’ answers will vary.
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: WA 3
NAT: AACSB Reflective Thinking | Individual Dynamics
4. Select a present or past manager. For that person, decide which of the following traits is or was
strongest and weakest: integrity, intelligence, flexibility, and sensitivity to others. Explain your
answers.
ANS:
Students’ answers will vary.
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: WA 4
NAT: AACSB Reflective Thinking | Individual Dynamics
5. Explain how your need for achievement, power, and/or affiliation has affected your behavior and
performance, or that of someone you work with or have worked with. Give an example of the
behavior and performance, and list your predicted motive need.
ANS:
Students’ answers will vary.
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: WA 5
NAT: AACSB Reflective Thinking | Individual Dynamics
6. Make an intelligent guess about your present or past manager’s motive profile. Is it an LMP?
Explain.
ANS:
Students’ answers will vary.
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: WA 6
NAT: AACSB Reflective Thinking | Leadership Principles
7. Give an example of when a person (parent, friend, teacher, coach, manager) really expected you
either to perform well or to fail, and treated you like you would, which resulted in your success or
failure.
ANS:
Students’ answers will vary.
PTS: 1
DIF: Easy
REF: Applications OBJ: TYPE: WA 7
NAT: AACSB Reflective Thinking | Motivation Concepts
Chapter 2: Leadership Traits and Ethics
8. Recall a present or past manager. Using Exhibit 2.5, which combinations of attitudes best describe
your manager’s leadership style? Give examples of the manager’s behavior that illustrates his or
her attitudes.
ANS:
Students’ answers will vary.
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: WA 8
NAT: AACSB Reflective Thinking | Leadership Principles
9. Give an organizational example of behavior at each of the three levels of moral development.
ANS:
Students’ answers will vary.
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: WA 9
NAT: AACSB Ethics | Ethical Responsibilities
10. Give at least two organizational examples of unethical behavior and the process of justification.
ANS:
Students’ answers will vary.
PTS: 1
DIF: Medium
REF: Applications OBJ: TYPE: WA 10
NAT: AACSB Ethics | Ethical Responsibilities
COMMUNICATION SKILLS (Skills)
1. Would you predict that a person with a strong agreeableness personality dimension would be a
successful computer programmer? Why or why not?
ANS:
Probably not.
Strongly agreeable personality types are sociable and spend most of their time with people. A
computer programmer would most likely spend much of his or her time working alone at the
computer.
PTS: 1
DIF: Medium
REF: Skills
NAT: AACSB Analytic | Individual Dynamics
OBJ: TYPE: CS 1
2. McGregor published Theory X and Theory Y over 30 years ago. Do we still have Theory X
managers? Why?
ANS:
Yes.
Students’ answers will vary.
PTS: 1
DIF: Medium
REF: Skills
NAT: AACSB Reflective Thinking | Leadership Principles
OBJ: TYPE: CS 2
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Test Bank for Leadership: Theory, Application, Skill Development, 4e
3. In text examples related to the Pygmalion effect, Lou Holtz calls for setting a higher standard.
Have the standards in school, society, and work increased or decreased over the last five years?
ANS:
Students’ answers will vary.
PTS: 1
DIF: Medium
REF: Skills
NAT: AACSB Reflective Thinking | Motivation Concepts
OBJ: TYPE: CS 3
4. Do you believe that if you use ethical behavior it will pay off in the long run?
ANS:
Generally, the answer is yes.
PTS: 1
DIF: Medium
REF: Skills
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: TYPE: CS 4
5. Can ethics be taught and learned?
ANS:
Students’ answers will vary.
PTS: 1
DIF: Medium
REF: Skills
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: TYPE: CS 5
6. Which justification do you think is used most often?
ANS:
Students’ answers will vary.
PTS: 1
DIF: Medium
REF: Skills
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: TYPE: CS 6
7. As related to the simple guide to ethical behavior, how do you want to be led?
ANS:
Students’ answers will vary.
PTS: 1
DIF: Easy
REF: Skills
NAT: AACSB Ethics | Ethical Responsibilities
OBJ: TYPE: CS 7
Chapter 2: Leadership Traits and Ethics
SKILL-DEVELOPMENT EXERCISES (Skills)
1. Select a present or past manager, and describe his or her personality profile using each of the Big
Five dimensions. After rating each dimension as strong, moderate, or weak, give an example of
traits and typical behavior of the manager for each dimension. Which dimensions are strongest and
weakest?
ANS:
There is no one correct answer. Grade based on if the student listed each of the Big Five
dimensions and if the traits and behavior listed for each dimension are correct.
PTS: 1
DIF: Hard
REF: Skills
NAT: AACSB Reflective Thinking | Individual Dynamics
OBJ: SD 2
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